The first course of the specialization ANALYZING COMPLEXITY will teach you what unifying patterns lie at the core of all complex problems. It advances your knowledge of your own field by teaching you to look at it in new ways.
ANALYZING COMPLEXITY is constructed in the following way: Week I. "What is Complexity?" - What is at the core of all complex problems Week II. "Complex Physical Systems" - What complex problems all have in common in the inanimate world Week III. "Complex Adaptive Systems" - What complex problems all have in common in nature Week IV. "Complex Cultural Systems" - What complex problems all have in common in human society Week V. "Complexity, Fragility, and Breakdown" - Why complex problems arise Week VI. "Complexity in the Anthropocene" - What complex problems face us today

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Jul 11, 2017

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From the lesson

Complexity in the Anthropocene

Now that we've explored the different kinds of complex systems and have some idea of the risks and dangers involved, this module will look at how these concerns impact us in the present Anthropocene epoch, where humanity faces many threats of decline and collapse amid the most complex system that we know of in the visible universe.

Taught By

David Baker

Associate Lecturer

David Christian

Professor

Shawn Ross

Associate Professor

Transcript

In course one, Analyzing Complexity, you will define a problem that can serve as the subject of a briefing paper. [MUSIC] This good idea just start by reviewing the briefing paper instructions to refresh your memory. In order to complete this assignment, you'll need to have an appropriate organization in mind. Here, you have considerable freedom, select one based on your own experience or interests. Examples of possible types of organizations may include for profit companies, not for profit entities, including universities, charities, religious organizations, NGOs, advocacy groups, other non profitable organizations. Labor unions, professional or industry associations, academic peak bodies, government boards, agencies or committees at the national, state, city, or local level, or any other discrete institution with a clear purpose and identifiable leadership. Once you have an organization in mind, you can choose a problem. It must be significant to the organization you have chosen, but it also needs to be the right size. Choosing problems that are too broad is a more common mistake than choosing problems that are too narrow. Climate change, for example, is too broad. Some specific ramification of climate change will probably be more appropriate, such as the impact of higher priced fossil fuels, or the effect of changing agricultural zones. Also make sure that your problem is specific enough, something like declining profitability is not. Look instead for some critical factor contributing to this broad failure at your firm. Finally, ensure that the problem you choose is sufficiently complex and meaningful. The concept of wicked problems may help. Wicked problems were first defined in the late 1960s and early 1970s. They share a number of common characteristics. Economic, environmental, social, and political problems are often wicked. Many such problems will be too broad, but by definition, they are complex. Choosing one facet of a wicked problem is often a good place to start. More information about wicked problems, including links, can be found in your written instructions. Each module of this course includes a quiz to test your knowledge of key concepts, plus a brief informal writing assignment that builds on this content, and helps you define and explore your problem. All short writing assignments follow the same format. They are guided free writing exercises that help you begin the process of exploration. They will provide raw material for the more formal writing assignment that you will submit for peer review at the end of the course. Each free writing exercise involves spending a set amount of time addressing a series of questions, with breaks between each one. Assignment instructions will specify duration, which never totals more than 30 minutes per module. The goal is to explore ideas. Don't worry about grammar, punctuation, style, etc., just write. When you free write, sit down with a blank document and write for the time specified. Do not read or do other research while writing your responses, although you may do so during breaks. At the end of this course, you will then draw on your informal writing to produce a more formal definition of your problem, including a statement of its significance to your organization. This definition and significant statement will be marked through peer review. Again, save a copy, you'll need it later for your briefing paper. Good luck. [MUSIC]

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